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CULTURAL PLANNING: *leveraging cultural assets

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Information about CULTURAL PLANNING: *leveraging cultural assets

Published on December 5, 2008

Author: erobson

Source: slideshare.net

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Presentation delivered by Craig Metcalf, Director of Culture & Heritage,City of Orillia at November 27 2008 "Economies in Transition" forum in Chatham, Ontario.
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CULTURAL PLANNING: leveraging cultural assets TORC – MCPP November 2008 Department of Culture & Heritage CITY OF ORILLIA

Orillia: Community Profile Employment - 2001 “ Old Economy” Primary resource industry – 275 Processing and manufacturing – 850 “ New Economy” – Creativity and Culture Arts and culture (narrow definition) – 250 Arts/Entertainment/Recreation – 1450 AER + accommodation and food – 2775 (20% of workforce) Double the Provincial average

Employment - 2001

“ Old Economy”

Primary resource industry – 275

Processing and manufacturing – 850

“ New Economy” – Creativity and Culture

Arts and culture (narrow definition) – 250

Arts/Entertainment/Recreation – 1450

AER + accommodation and food – 2775 (20% of workforce)

Double the Provincial average

During 2002 budget meetings staff asked to review City’s arts and culture financial commitment and management, and prepare a report on various municipal models (including staff, budget and administration). City Manager prepares discussion paper, “The Municipal Role in Orillia’s Culture” Department of Culture and Heritage

During 2002 budget meetings staff asked to review City’s arts and culture financial commitment and management, and prepare a report on various municipal models (including staff, budget and administration).

City Manager prepares discussion paper, “The Municipal Role in Orillia’s Culture”

Economic Significance Labour force growth (1996-2001) Average – 12% Art and culture – 46.7% Chefs and cooks – 27.3% Food and beverage – 41.1% Accommodation – 1637.5%

Labour force growth (1996-2001)

Average – 12%

Art and culture – 46.7%

Chefs and cooks – 27.3%

Food and beverage – 41.1%

Accommodation – 1637.5%

Department of Culture & Heritage Discussion paper distributed to community cultural groups and City agencies Discussion Paper – Major Themes Recognition of increasing demand for culture Absence of any municipal strategic plan for culture Level of municipal investment in cultural activity Unnecessary frill or “soul” of the community?

Discussion paper distributed to community cultural groups and City agencies

Discussion Paper – Major Themes

Recognition of increasing demand for culture

Absence of any municipal strategic plan for culture

Level of municipal investment in cultural activity

Unnecessary frill or “soul” of the community?

What Has Happened The Cultural Planning process establishes an overall planning framework for the municipality and its partners, a set of policy and program directions, investment priorities, and Departmental structure and reporting relationships.

The Cultural Planning process establishes an overall planning framework for the municipality and its partners, a set of policy and program directions, investment priorities, and Departmental structure and reporting relationships.

Major Message – Shift the Mindset Culture is central to economic and community development Defines authenticity and sense of place Key tourism attractor Essential to downtown revitalization New mindsets require New planning approaches New strategies and actions New shared governance systems

Culture is central to economic and community development

Defines authenticity and sense of place

Key tourism attractor

Essential to downtown revitalization

New mindsets require

New planning approaches

New strategies and actions

New shared governance systems

Economic Significance Labour force growth (2001-2006) Average – 6.1% Major Sectors Retail Trade – 14.1% Health Care – 11.77% Accommodation and Food– 41.1% Arts, Entertainment and Recreation– 10.56% Manufacturing – 8.4% AER/Accommodation/Food – 22.23%

Labour force growth (2001-2006)

Average – 6.1%

Major Sectors

Retail Trade – 14.1%

Health Care – 11.77%

Accommodation and Food– 41.1%

Arts, Entertainment and Recreation– 10.56%

Manufacturing – 8.4%

AER/Accommodation/Food – 22.23%

Demographics – Creative Economy 26.3% of local labour force employed in the creative economy Business services Health care practitioners Educational services Information and cultural industries Represents higher income opportunities Better skilled workforce Higher rates of education Greater economic stability Tourism Downtown revitalization Lifestyle experience millier dickenson blais inc .

26.3% of local labour force employed in the creative economy

Business services

Health care practitioners

Educational services

Information and cultural industries

Represents higher income opportunities

Better skilled workforce

Higher rates of education

Greater economic stability

Tourism

Downtown revitalization

Lifestyle experience

millier dickenson blais inc .

Department of Culture and Heritage Mission To provide leadership and support to advance cultural development in Orillia for economic and broader community benefit. Mandate Policy and Planning Investment and Resource Development Capacity Building Program Delivery Facility Management

Mission

To provide leadership and support to advance cultural development in Orillia for economic and broader community benefit.

Mandate

Policy and Planning

Investment and Resource Development

Capacity Building

Program Delivery

Facility Management

Implications for Municipal Role “ From facility bound to whole systems view of culture” Greater attention to policy and planning, capacity building Inside the municipality In the community Realignment and strengthening of some staff resources

“ From facility bound to whole systems view of culture”

Greater attention to policy and planning, capacity building

Inside the municipality

In the community

Realignment and strengthening of some staff resources

Community Governance System Cultural Roundtable Leadership group – define strategy, mobilize partnerships and resources Elected officials, municipal staff, business leaders, cultural leaders, community leaders Regular Leadership Forums Cultural Summit Annual gathering Reviews achievements, defines priorities

Cultural Roundtable

Leadership group – define strategy, mobilize partnerships and resources

Elected officials, municipal staff, business leaders, cultural leaders, community leaders

Regular Leadership Forums

Cultural Summit

Annual gathering

Reviews achievements, defines priorities

Strategic Priorities Shared Resources/Shared Infrastructure Strengthening sustainability through collaboration. Growing Cultural Tourism Strengthen links between culture and tourism A Culturally Vibrant Downtown Support downtown as a social, economic and cultural centre of the community .

Shared Resources/Shared Infrastructure

Strengthening sustainability through collaboration.

Growing Cultural Tourism

Strengthen links between culture and tourism

A Culturally Vibrant Downtown

Support downtown as a social, economic and cultural centre of the community .

Approach "Great cities do more than fix their pipes, pavement and police service. They tap their unique cultural assets to generate wealth and create a place where people aspire to work and live. This approach is essential to success in the new global, urban age." - Glen Murray, AuthentiCity

"Great cities do more than fix their pipes, pavement and police service. They tap their unique cultural assets to generate wealth and create a place where people aspire to work and live. This approach is essential to success in the new global, urban age."

- Glen Murray, AuthentiCity

Where?

Somewhere

 

Cultural Resources in Orillia: 300+ Arts, heritage, cultural organizations Public facilities Museums, libraries, theatres, community centres, fairgrounds Cultural businesses Commercial artists, designers, music cafes, etc. Fixed or land-based heritage Buildings, cultural landscapes Collections Art, artifacts, documents Festivals and events Tourism agencies and related businesses

Arts, heritage, cultural organizations

Public facilities

Museums, libraries, theatres, community centres, fairgrounds

Cultural businesses

Commercial artists, designers, music cafes, etc.

Fixed or land-based heritage

Buildings, cultural landscapes

Collections

Art, artifacts, documents

Festivals and events

Tourism agencies and related businesses

Tourism is Just Another Word for the Economy Need to change the way we think of Tourism It is not a peripheral activity $67-billion industry Direct Impact of Culture sector to the GDP $22 billion or 3.1% of Canada ’s GDP

Need to change the way we think of Tourism

It is not a peripheral activity

$67-billion industry

Direct Impact of Culture sector to the GDP

$22 billion or 3.1% of Canada ’s GDP

Domestic Trips by Canadians in 2004 Cultural vs. Selected Non-Cultural Activities Activity Person Trips Historic Site 13.9 million Museum/ 11.7 million Art Gallery Cultural Event 10.3 million Festival/Fair 9.6 million Activity Person Trips Casino 7.5 million Amusement 7.2 million Park Cruise 5.8 million Skiing/ 3.9 million Snowboarding

Activity Person Trips

Historic Site 13.9 million

Museum/ 11.7 million

Art Gallery

Cultural Event 10.3 million

Festival/Fair 9.6 million

Activity Person Trips

Casino 7.5 million

Amusement 7.2 million

Park

Cruise 5.8 million

Skiing/ 3.9 million

Snowboarding

Local Tourism Statistics 16% of the total number of businesses in Simcoe County and 26% of its total employment are tourism-related Top five sectors that benefit from tourist’s spending are: Accommodation and food service Retail, Arts & entertainment & recreation Finance & insurance Real estate renting & leasing Manufacturing The average spending of visitors to Simcoe County is $104 per person visit

16% of the total number of businesses in Simcoe County and 26% of its total employment are tourism-related

Top five sectors that benefit from tourist’s spending are:

Accommodation and food service

Retail, Arts & entertainment & recreation

Finance & insurance

Real estate renting & leasing

Manufacturing

The average spending of visitors to Simcoe County is $104 per person visit

How Does This Impact Our Economy? In 2004, $747,829,224 was spent by visitors in Simcoe County on tourism related expenditures This generated 9,744 part-time, full-time, and seasonal jobs

In 2004, $747,829,224 was spent by visitors in Simcoe County on tourism related expenditures

This generated 9,744 part-time, full-time, and seasonal jobs

 

 

ArtsVest Challenge – turn $40,000 grant into $80,000 in cultural projects 28 Local businesses partnered with 13 cultural organizations Flowing a total of $150K into Orillia’s Arts & Culture Community Best results of any ArtsVest Community in Ontario

ArtsVest Challenge – turn $40,000 grant into $80,000 in cultural projects

28 Local businesses partnered with 13 cultural organizations

Flowing a total of $150K into Orillia’s Arts & Culture Community

Best results of any ArtsVest Community in Ontario

 

Departmental Activities Forums Spaces/Planning Business & Culture Downtown Heritage District Library/Civic Square Summit Guide to Culture Premier Ranked Tourism Project Ontario’s Lake Country

Forums

Spaces/Planning

Business & Culture

Downtown Heritage District

Library/Civic Square

Summit

Guide to Culture

Premier Ranked Tourism Project

Ontario’s Lake Country

Departmental Activities Heritage Conservation District Project ArtsVest Festival of Banners Comedy Festival Doors Open Beatles Celebration Volunteer Development Women In Transition - WIT Project Improving Cultural Communications - What's Happening

Heritage Conservation District Project

ArtsVest

Festival of Banners

Comedy Festival

Doors Open

Beatles Celebration

Volunteer Development

Women In Transition - WIT Project

Improving Cultural Communications - What's Happening

Orillia Beatles Celebration Total income derived from local sources (exclusive of City of Orillia contribution)$28,849 Total local expenditures (33% of total)$18,241 Local ancillary spending (accommodation, food, but exclusive of ticket sales)$505,435 Net contribution to local economy (includes ancillary and induced spending)$706,913 Net employment impact (induced only)8.02 person-years Local tax impact – direct, indirect and induced (property taxes)$71,054 “ Value” of volunteer work$23,110

Total income derived from local sources (exclusive of City of Orillia contribution)$28,849

Total local expenditures (33% of total)$18,241

Local ancillary spending (accommodation, food, but exclusive of ticket sales)$505,435

Net contribution to local economy (includes ancillary and induced spending)$706,913

Net employment impact (induced only)8.02 person-years

Local tax impact – direct, indirect and induced (property taxes)$71,054

“ Value” of volunteer work$23,110

Economic Development Local Economic Development objectives appear to favour light industrial/manufacturing based on perceived impact of tax base. Culture represents important and quantifiable assets in attracting people as businesses to Orillia “ Businesses cannot forget that a strong community is good commerce sense! Having a community with rich arts and heritage attracts people to our area.” – Angelo Orsi, Chamber President and Orillia’s largest developer

Local Economic Development objectives appear to favour light industrial/manufacturing based on perceived impact of tax base.

Culture represents important and quantifiable assets in attracting people as businesses to Orillia

Gatekeeping: How are the needs of the cultural community brought forward to municipal decision makers for resolution? The need for municipalities to move beyond direct program or service delivery to embrace an overall leadership role in cultural development through policy and planning.

How are the needs of the cultural community brought forward to municipal decision makers for resolution?

The need for municipalities to move beyond direct program or service delivery to embrace an overall leadership role in cultural development through policy and planning.

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